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早在1997年舒蕾发家之时,丝宝就确立了“从终端打造核心竞争力”的方略并持之以恒坚持至今,这直接造就了舒蕾国内唯一可以与宝洁在单一产品上对峙的品牌地位,因之在中国洗发水市场首次出现国产品牌与宝洁、联合利华三足鼎立的局面。 似乎本土优秀品牌命里注定要经历坎坷,据悉丝宝集团目前已经进入了销售的“平台期”,有媒体报道,舒蕾2002年的销售额也由两年前的近20亿元跌到10乙元以内,“发家法宝”已经成为“败家之道”,真有点“成也萧何,败也萧何”的况味。
As early as 1997, when Shure was fortunate, Silkro established the strategy of “building its core competitiveness from the terminal” and persevere so far, which directly created Shulei's only brand position that can be confronted with Procter & Gamble on a single product. As a result, for the first time in China, there is a tripartite confrontation between domestic brands and Procter & Gamble and Unilever. It seems destined to go through a rough local brand life, it is learned that the group has now entered the sale of silk “platform period”, media reports, Shu Lei in 2002 sales from two years ago, nearly 2 billion yuan fell to 10 Within the $ B, “Fat Weapon” has become “the loser of the Road”, really a bit “into the Xiao He, Xiao-Ho defeated” status.